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First,BreakAlltheRules

BookSummary TECH621CFall2008 Dr.Bertoline

Introduction
Thebookisbasedonresearchconductedby theauthorswhileworkingfortheGallup Organization. Theysurveyedoveronemillionemployees and80,000managersinover400companies. Theirconclusionssummarizedinthebookisa resultoftheirresearchintowhattheworlds greatestmanagersdodifferently.

AFewExamples
Thegreatestmanagersdonotbelievethata personcanachieveanythingtheysettheir mindto. Theydonottrytohelpthepersonovercome theirweaknesses. TheconsistentlyignoretheGoldenRule. Theyplayfavorites.

AFewMoreExamples
Talentedemployeesneedgreatmanagers. Howlongemployeesstayandhowproductive theyareisdeterminedbytheirrelationship withtheirimmediatesupervisor. Greatmanagerscharacteristics:
Demandsdiscipline,focus,trust,awillingnessto individualize.

Ifacompanyisbleedingpeopleitisbleeding value.

TheMeasuringStick
Measuringthestrengthofaworkplacecanbe simplifiedinto12questions. Thesequestionscapturethemostinformation andthemostimportantinformation. Theymeasurethecoreelementsneededto attract,focus,andkeepthemosttalented employees.

12Questions
1.DoIknowwhatisexpectedofmeatwork? 2.DoIhavethematerialsandequipmentIneedtodo myworkright? 3.Atwork,doIhavetheopportunitytodowhatIdo besteveryday? 4.Inthelast7days,haveIreceivedrecognitionor praisefordoinggoodwork? 5.Doesmysupervisor,orsomeoneatwork,seemto careaboutmeasaperson? 6.Istheresomeoneatworkwhoencouragesmy development?

12Questions
7.Atwork,domyopinionsseemtocount? 8.Doesthemission/purposeofmycompany makemefeelmyjobisimportant? 9.Aremycoworkerscommittedtodoingquality work? 10.DoIhaveabestfriendatwork? 11.Inthelast6months,hassomeoneatwork talkedtomeaboutmyprogress? 12.Thislastyear,haveIhadopportunitiesat worktolearnandgrow?

Smallgroupdiscussion
Reviewall12questionsanddiscusswhythese questionsmightbeimportant. Sharepersonalexperiencesofworkingand howyoumightanswersomeofthese questions. Summarizeandpresentyourgroups discussions.

WhatAboutPay?
Paywillnottakeacompanyveryfar. Needtobecompetitivetoattracttalentbutpay isnotadeterminingfactor. Themanager,notthepay,benefits,perks,ora charismaticcorporateleaderwasthecritical personinbuildingastrongworkplace. Themanagerwasthekey. Theseworkersalsohadhigherlevelsof productivity,profit,retention,andcustomer satisfaction.

LinkBetweenEmployeeOpinion& BusinessUnitPerformance
Peopleleavemanagersandnotcompanies. Turnoverismostlyamanagerissue. Ifyouhaveaturnoverproblemlookfirstto yourmanagers. Employeefocusedinitiativeareimportant,but theimmediatemanagerismoreimportant.

Accountability
Abusinessleaderdrivingacompanytowards greatnessshould:
Firstholdeachmanageraccountableforher/his employeessaytothe12questionsand Secondtohelpeachmanagerknowwhatactions totaketoearnStronglyAgreeresponsesfrom her/hisemployees.

ThereisanOrdertothe12Questions
WhatdoIget?
1.DoIknowwhatisexpectedofmeatwork? 2.DoIhavethematerialsandequipmentIneedtodomywork right?
3.Atwork,doIhavetheopportunitytodowhatIdobesteveryday? 4.Inthelast7days,haveIreceivedrecognitionorpraisefordoing goodwork? 5.Doesmysupervisor,orsomeoneatwork,seemtocareaboutmeas aperson? 6.Istheresomeoneatworkwhoencouragesmydevelopment?
Thesequestionsaddresstheissueofyourindividualselfesteemand worth.

WhatdoIgive?

ThereisanOrdertothe12Questions
DoIbelonghere?
7.Atwork,domyopinionsseemtocount? 8.Doesthemission/purposeofmycompanymakemefeelmyjob isimportant? 9.Aremycoworkerscommittedtodoingqualitywork? 10.DoIhaveabestfriendatwork?

Howcanweallgrow?

11.Inthelast6months,hassomeoneatworktalkedtomeabout myprogress? 12.Thislastyear,haveIhadopportunitiesatworktolearnand grow?

Greatmanagersfocusonthefirst6questions.

TheWisdomofGreatManagers
Mostgreatmanagersdifferinmanyrespects exceptone.Greatmanagersbelieve:
Peopledonotchangethatmuch. Donotwastetimetryingtoputinwhatwasleft outofaperson. Trytodrawoutwhatwasleftinaperson. Thatishardenough.

Thisisthefoundationfortheirsuccess.

RevolutionaryInsight
Thisinsightexplainswhygreatmanagersdonot believethateveryonehasunlimitedpotential. Whytheydonothelppeoplefixtheirweaknesses. WhytheyinsistonbreakingtheGoldenRule. Whytheyplayfavorites. Itexplainswhygreatmanagersbreakalltherulesof conventionalwisdom. Italsoexplainswhythemorethan9,000different systems,languages,principles,andparadigms offeredinthelast20yearstoexplainmanagement andleadershiphavefailed.

WhatGreatManagersDo
Themanagerroleistoreachinsideeachemployee andreleasehisuniquetalentsintoperformance. Thisisbestdoneoneemployeeatatime. Inthissense,themanagerroleisthecatalystrole. Thecatalystrolerelatestothefirst6questions. Tohaveemployeesanswerpositivelytothese6 questionsamanagermustbeabletodothese activitiesverywell
Selectaperson,setexpectations,motivatetheperson, developtheperson. Thesearethe4coreactivitiesofthecatalystrole.

TheCatalystRole:Question1
AtworkdoIhavetheopportunitytodowhatI dobesteveryday?
Youmustknowhowtoselectapersonforthejob. Youmustknowhowmuchofapersonyoucan change. Youmustknowthedifferencebetweentalent, skills,andknowledge. Youmustknowwhichofthesecanbetaughtand whichyoumusthire.

Question2
Inthelast7days,haveIreceivedrecognition andpraiseforgoodwork?
Asamanager,youhaveonlyonethingtoinvest: yourtime. Whomyouspenditwith,andhowyouspendit, determinesyoursuccessasamanager.

Question3
Doesmysupervisor,orsomeoneatwork, seemtocareaboutme
Drivenbyyourabilitytodeveloptheemployee andhaveempathyforpeople.

Question4
Doessomeoneatworkseemtocareabout me?
Someonethatencouragesdevelopment Someonethathelpsthemgetpromoted Setupeachpersonforsuccess

FourcoreactivitiesoftheCatalystrole:
Selectaperson Setexpectations Motivatetheperson Developtheperson

Managersarenotjustleadersin waiting
Themostimportantdifferencebetweena greatmanagerandagreatleaderisfocus. Greatmanagerslookinward. Greatleaderslookoutward. Itispossibleforagreatleadertobeapoor managerandviceversa. Fewpeopleexcelatboth.

TheFourKeys
Whenselectingsomeone,theyselectfor talentnotsimplyexperience,intelligence,or determination. Whensettingexpectations,theydefinethe rightoutcomesnottherightsteps. Whenmotivatingsomeone,theyfocuson strengthsnotonweaknesses. Whendevelopingsomeone,theyhelpthem findtherightfitnotsimplythenextrungon thepromotionladder.

TheRightStuff
Youcannotteachtalent. Talentsarethedrivingforcebehindan individualsjobperformance. Ifitisatalentitwillcomeeasilyforaperson. Ifitisatalentitwillbestimulatingandnot tedious.

Skills,Talents,&Knowledge
Thebestmanagersareadeptatseeingtalent inapersonthenputtingtheminapositionto besuccessful. Animportantdistinctiontobemadeisthat skills,knowledge,andtalentsaredistinct elementsinapersonsperformance. Skillsandknowledgecanbetaught;talents cannot.

ThreeKindsofTalent
Strivingexplainsthemotivationofaperson. Thinkingexplainshowapersonthinksand makesdecisions. Relatingexplainswhoapersontrusts, confronts,ignores Youcannotteachtalentyoucanonlyselectfor talent.

Habits
Mosthabitsareourtalents. Theyareenduring. Theymakeyou. Ifyouarehabituallyassertive,habituallyemphatic,or habituallycompetitive,youaregoingtohaveahardtime changingthesehabits. Overtime,throughreflection,youmightchangeyourvalues andlearnamorepositiveandproductivewaytoapplyyour talents. Thisapproachreliesonselfawareness,ratherthanself denial,tohelpyoubecomemoreeffective.

AttitudeandDrive
Itisverydifficulttochangeapersons dominantattitude. Apersonsdriveisnotchangeable.

DefinetheRightOutcomes
Focuspeopletowardperformance. Themanageristotallyresponsibleforthis. Thisiswhygreatmanagersareskepticalabouthandingall authoritydowntopeople. Thekeyistodefinetherightoutcomesthenleteachperson definetheirownroutetowardthoseoutcomes. Thisencouragesemployeestotakeresponsibility. Tofocuspeopleonperformance,youmustdefinetheright outcomesandstickreligiouslytothoseoutcomes. Thiswillresultinselfawareandselfreliantemployees.

FocusonStrengths
Greatmanagersdo:
Focusoneachpersonsstrengthsandmanage aroundtheirweaknesses. Theydonottrytofixweaknesses. Theydonottrytoperfecteachperson. Theydoeverythingtheycantohelpeachperson cultivatetheirtalents. Theyhelpeachpersonbecomemoreofwhothey are.

BreaktheGoldenRule
ThebestmanagersbreaktheGoldenRule everyday. Theytreateachpersondifferentlybasedon theirtalentsanduniquebehaviors. Thebestmanagersspendmostoftheirtime withtheirbestpeople. Thebestmanagersfindwaystomaketheir employeessuccessfulandruninterferencefor themwhennecessary.

StrokeEgos
Humanscraveattentionandgreatmanagers gooutoftheirwaytopayattentiontotheir bestpeople. Asamanageryouarealwaysonstagesono actisneutralandnonewsisnevergood news. Communicatingandpayingattentiontoyour bestpeopleisthesurestwaytoexcellence.

AvoidAverageThinking
Greatmanagersuseexcellenceastheirbarometers tojudgeperformance. Greatmanagersknowthatonlypeoplewhoareever goingtoreachexcellencearealreadyaboveaverage. Focusonyourbestperformersandkeeppushing themtowardsexcellence. Averagethinkingactivelylimitsperformance. Avoidperformanceevaluationsthatputaceilingon performance. Defineexcellencevividlyquantitativelythenpush everyonetowardsexcellence.

ManageAroundWeakness
Poorperformancemustbequicklyconfronted. Mostpoorperformancecanbetracedtothe companynotprovidingthetoolsorinformation necessaryforsuccessorpersonalcauses. Thereareonly3routestohelpapersonsucceed:
Deviseasupportsystemmanagearoundweaknessesand focusonstrengths.Examplepage169. Findacomplementarypartner Findanalternativerole

Assignment
Lookforarticlesthatrankordescribegreat companiesbyanymeasureandsummarize yourfindings.

CreateHeroesinEveryRole
Ittakesbetween10and18yearsbefore worldclasscompetencyisreached. Youmustfindwaystokeepemployees motivatedandfocusedondevelopingtheir expertise. Defininggradedlevelsofachievementfor everyroleisanextremelyeffectivewayof doingso.
AlliedBrewersexample,page187.

PerformanceFeedback
Greatmanagersdevisearegularperformance feedbacksystem. Feedbackisprovidedinprivateandoneon one. Youneedtobuildapersonalrelationshipbut notnecessarilybestfriends. Youmustgettoknowyouremployeesand careaboutthem.

Miscasting
Greatmanagersunderstandthat underperformingemployeeshavetalentsthat donotmatchtheirrole. Itisnotamatterofweakness,stupidity, disobedience,ordisrespectbutamatterof miscasting. TheyuselanguagelikeThisisntafitforyou, letstalkaboutwhy.orYouneedtofinda rolethatplaysmoretowardsyourstrength.

PerformanceManagement
Fourcharacteristicsusedbygreatmanagers:
Theroutineissimple. Theroutineforcesfrequentinteractions. Theroutineisfocusedonthefuture. Theroutineaskstheemployeetokeeptrackof theirownperformanceandlearning.